Why do so many executives, consultants, and graduate professionals lose their jobs within organizations? What new skills do they require? (Abstract of Presentation by Eric Gaynor Butterfield: Competences necessary for Executives and Consultants; DO Workshop - Buenos Aires, 2003). www.theodinstitute.org
1. Introduction
No one doubts the presence of the Change, few of them do anything about the Change, and many complain "about what has happened to them" once they personally feel a series of different consequences that they did not anticipate and were not foreseen.
It is even paradoxical that many academics, researchers, professionals and graduates in different disciplines, arts and sciences, who are linked to the domain of knowledge, are somehow victims of some changes.
A global vision of a community must include the different units of analysis, that is: the individuals, groups, organizations and the community in question. For this, the different sciences, arts and disciplines that have preferred to specialize in a particular unit of analysis are used. However, the Change - and its implicit variable “Time” - with its distinctive modification rate depending on whether it is a Traditional, Transitional or Transformational change (see Eric Gaynor: “Organizational Development Days”, 1999, Buenos Aires) It has not always found an appropriate answer within the different sciences and disciplines.
The "business world" had a strong push only a couple of centuries ago when the requirements to standardize the individual productions of people made from their homes moved to closed places where the people who worked in them were walled during the day. of work and in addition they were watched by "others". The original productions belonging to the secondary (industrial) sector have been extended firstly towards the commercial and later towards services and this expansion began to require people specialized in new knowledge, skills and abilities. The University appeared as the best institutional arrangement to satisfy these new demands.
The companies and organizations in general began to privilege the hiring of professional graduates in the Universities to develop the management processes. "Someone" within the company had to have the best ability to say how things should be done, or rather to decide how they should be done, and unquestionably the University Graduate Professional appeared as the best profile for this role.
Changes in the context of organizations (Tom Burns in "Industry in a New Age", New Society, 1963; James Thompson in "Organizations in Action", Mc-Graw Hill, 1967; Paul Lawrence & Jay Lorsch in "Organizations & Environment ”, Harvard, 1967 and Charles Perrow in“ Organizational Analysis: A sociological view ”, Brooks / Cole, 1970, among others) had to be absorbed or damped in some way, if the organization had a genuine interest in surviving. There was increasing evidence that organizations were sustained over time based on their ability to align with the context.
The context had an impact on the organization, it privileges the development of a strategy which in turn must make use of increasingly standardized and aligned tactics, procedures and processes… with people "not always standardized" or aligned. The important contributions of the "Behavioral Sciences" appear then and represent an extremely rich body to understand the phenomenon by which people within organizations interact - efficiently or not.
New organizational arrangements are created such as the matrix organization of Robert Blake & Jane Mouton (The Managerial Grid III ”, Gulf Publishing, 1985), the organization based on“ Work Teams ”, and the organizations focused on Processes that have privileged the re -engineering, to which are added the proposals as a result of the enormous contributions of "Behavioral Sciences" that are summarized in the article by Eric Gaynor Butterfield published in Gestiópolis (www.gestiopolis.com) under the title: "Integrating Organizational Behavior with Organizational Development. An effort to integrate WHAT IS (Organizational Behavior) what we should do with HOW TO DO IT (Organizational Development) ”.
In this article, mention is made of more than 50 theoretical concepts (“Best Theories”) and other options of “Best Practices” improve the opportunities to achieve greater organizational performance. And the new and powerful information technology as the communicational one supported from a virtual "limitless" position and fully satisfying the "real", shows that decision-making within organizations "can be foreseen by" others ". What, conceptually, does not differ substantially from what happened under the approach of Frederick Taylor (1917).
And it is close to applying a devastating blow to the generous and continuous need for graduate and graduate professionals since the "discretion" that they brought to companies was henceforth carried out by the use of the binary system application. in Computer Technology. James March and Herbert Simon ("Organizations", NY - Wiley & Sons, 1958) in their monumental work foresaw this development in Time and whose consequences, measured in the Change, had strong consequences for individuals, groups and organizations. The latter were re-accommodated under the survival of the fittest scheme (Herbert Spencer: "First Principles", NY Appleton, 1888) that some still confuse and assimilate to Charles Darwin's evolutionary theory: "On the origin of species", Cambridge,Mass- Harvard University Press - 1859.
Recent implementations of Technologies and business applications (ERP`s), methodologies (BSC) as well as different techniques and tools (Dashboard) and transversal software (CRM and SCM) all of them "with their own incorporated decision-making criteria", are They did the rest of the work.
Executives, professionals and managers in corporations are expelled or self-expelled. This dilemma between "who" really makes the decision to withdraw, that is, whether it is initiated by the organization or by the individual himself - has been masterfully addressed by Dr. Donald W. Cole - President of The Organization Development Institute ("Professional Suicide or Organizational Murder ”, Mc-Graw Hill, 1981). Eric Gaynor Butterfield as co-author with Dr. Donald Cole, edit a more recent version entitled: "Professional Suicide or Organizational Murder", Ed. The OD Institute International, 2003). More recently Eric Gaynor makes some additional contributions on this interesting dilemma whereby the "professionals,executives and managers cease to "belong" to an organization "in a new book published in 2005:" Executive Development and Organizational Development ", Ed. The OD Institute International, Latin America.
This short and summarized historical review suggests that Organizational Change cannot be visualized as it was until less than 10 years ago. It is essential to know:
The conceptual frameworks on Organizational Behavior, since just as people “behave”, so do organizations (see article mentioned with more than 50 “Best Theories”);
The more than 50 "Best Practices" that have been applied in the last forty years to this part, along with the reason for it (see article mentioned with more than 50 "Best Practices");
The body of knowledge known as “Behavioral Sciences” in addition to its applications within the organizational world (the reader can go to: The Organization Development Institute - Worldwide or The Organization Development Institute International - Latin America).
Organizations that ignore these three points can become successful - occasionally. What they should never know is the reason why at one point they have been successful and why at another time they stopped being so and ended up being erased from the map.
Finally - and based on the three points mentioned above - we must highlight the need to develop the profession of specialist in Organizational Change and Development that goes much further than that of a Professional-Consultant. Edgar Schein ("Process Consulting" - Addison-Wesley, 1968) emphasized this aspect, which positions the Professional in Organizational Change and Development from a new place where he observes, diagnoses, and intervenes from a greater, better and broader perspective. than what traditional consultants are used to.
2. New Required Knowledge
In the article "Organizational Change in the Company: Why do managers, executives and graduated professionals lose their jobs within organizations?" mention is made of a couple of very important aspects that we have to summarize here, they are:
1. the need to know about Individual and Corporate Behavior. This article highlights more than 50 notable authors with distinctive approaches and more than 50 "Best Practices". It is imperative that senior managers become familiar with - at least - their main hypotheses and "independent - intervening" variables.
2. the need to know about Organizational Development. Eric Gaynor Butterfield ("Organizational Development Congress, Trelew, 1997), has pointed out the important distinctions of this new discipline that emerges, among other aspects, by the" conflict "resulting from the matrix organization of Robert Blake & Jane Mouton (The Managerial Grid III ”, Gulf Publishing, 1985).
3. What has been learned within the body of knowledge - applied under the name of "Behavioral Sciences", and especially with respect to both transitional and transformational behavior change processes.
The Benefit that you will receive - both personally and in YOUR Company, or working in a Company - by strengthening and applying the knowledge on Behavior, Organizations and Development over Time through the processes of Change, is that of having a "Survival Kit to achieve Success". Do you know any successful entrepreneur, entrepreneur, leader and professional in the "competitive world" who does not take into account these three aspects? Can one succeed without knowing oneself and knowing others? Suppliers, staff, clients, subordinates, shareholders, among others are all "people who behave and develop over time",And one of his main jobs is how you can influence the behavior of "them" - the others - neutralizing what even they want - and need - to influence you.
Thinking of effectively “operating” a person or a company or organization without these three fundamental pillars is like walking blindly. We have already mentioned that more than two thirds of the new companies on the planet "die" during the first 4 years of life. Of the top 500 Fortune companies less than a generation ago, not even a quarter remain. And this has been transferred to almost all areas and is explained through the phenomenon that "everything is now highly perishable"… less taxes and expenses.
Companies and individuals have to develop Competencies to even “destroy” what they have been laboriously building for long years. Operating with the capabilities that we had should only perceive us to achieve what “before” was offered and that is no longer offered now.
We can say that the "Survival Kit for Success" must endow it with capabilities that allow it to Transform itself, leaving behind inferior ways of functioning forever. The 3 sciences and disciplines combine an integral body that must help you as a person and also the Company to have a motor within its own body. To visualize the importance of the 3 sciences and disciplines, you just have to meditate if there is something you can do and achieve in this life without "the knowledge of third parties" and without that "knowledge of others" being superior, better or greater than the one they have from you. It is simply a game of chess, won primarily by those with a distinctive, broader perspective that includes a greater number of options with possible consequences.
We have mentioned that what is present in almost all areas "is the perishable." And the perishable character and presence also makes the organizational participants of said companies perishable (as well as the companies). Executives, professionals and managers in corporations are then expelled or self-expelled. This dilemma between "who" really makes the decision to withdraw, that is, whether it is initiated by the organization or by the individual himself - has been masterfully addressed by Dr. Donald W. Cole - President of The Organization Development Institute ("Professional Suicide or Organizational Murder ”, Mc-Graw Hill, 1981). Eric Gaynor Butterfield as co-author with Dr. Donald Cole, edit a more recent version titled: "Professional Suicide or Organizational Murder", Ed. The ODInstitute International, 2003). More recently Eric Gaynor makes some additional contributions on this interesting dilemma whereby "professionals, executives and managers stop" belonging "to an organization" in a new book published in 2005: "Executive Development and Organizational Development", Ed. The OD Institute International, Latin America.
And just as people are expelled or self-expelled from organizations, if we consider the community as a whole we can see that “some” organizations also disappear while others remain. Eric Gaynor has called this phenomenon - for its parallel with the book "Professional Suicide or Organizational Murder" - "Business Suicide or National / Community Murder". For economists, the phenomenon at the "macro" level does not have serious consequences, since according to their perspective "what someone does not produce or work or trade, someone else does." But the consequences are dire on a personal basis because the deaths of organizations are not virtual. Within them there is an entrepreneur - entrepreneur and many other people who have left all their best energy and resources within the company.
The extremely high competitiveness and the need for survival make knowledge and application of the three disciplines and sciences in question an urgent necessity. He who feels that he does NOT need them and that his future is on the rails, can follow that path. We have given our alert voice to those people who “have not yet” visualized the existence of a planet where more than 95% of the production of goods and services today can be done with less than 5% of the population and with less 3% of organizational and business arrangements (Work titled: “How many do you need?” - Eric Gaynor; 2004). Belonging to these last mentioned categories and surviving successfully should not be a simple job, but fortunately we have a “road map to follow”.
4. New Competencies Required for the Consulting Profession
Traditionally, business consultants have taken the place of "introducing improvements within organizations". And they have done so mainly based on their degree of expertise within a particular profession as a consequence of a university diploma. This option is NOT considered by Edgar Schein (1968) as a "process consultancy".
In reality - if we look at this type of service provision from a broader perspective - this assistance represents “something more than what is already being done with people within the organization itself”.
Academics are already expressing their concern that even university graduates of the best universities in Administration programs with some specialization in the processes of change in the company, do not have the competencies required to practice the profession. And of course, also those "to graduate" during the last year of their stay at the University, see difficulties in "getting Clients and working with Clients".
At The Organization Development Institute, its founder Dr. Donald W. Cole, has been working very hard and dedicating many of his energies to turn Organizational Development into a Profession and that it be an International Profession, which is professionally supported by a list of Competences, and which is also enhanced through a Code of Ethics. That is why we are going to reproduce verbatim, in English, the material published by The OD Institute - Worldwide in its Annual Registry. It is included below.
4.1. COMPETENCIES FOR PRACTICING ORGANIZATION DEVELOPMENT
We learned from Dr. Don Cole, RODC, in the early 70's, that defining knowledge and skill necessary for competence in OD was essential for building the field of OD into a profession.
Ken Benne created the first OD skill list at NTL in the 50´s. In the late 70´s, with his list in mind, I (Roland) invited 50 or so recognized experts in the field of OD to tell us the skills needed for practicing OD
Respondents included: Dick Beckhard, Jack and Lorraine Gibb, Herb Sheppard, Ron and Gorden Lippitt, Kathie Dannenmiller, Shel Davis, Pat and Gay Williams, Warner Burke (OD Institute Advisory Board), Bob Chin, Gerard Egan, Warren Bennis, Robert Blake, R. Golembiewski, RODC, Carl Rogers, Charlie and Eddie Seashore, Don Cole, RODC and Ken Benne.
In the 90´s, our now popular book, “Practicing OD: A Guide for Consultants” was written based on our skill research. We just found out that “Practicing OD” is now the first major OD book to be translated into Chinese. Dr. Gary McLean edited “Practicing OD” with us.
In conclusion, I (Roland) wish to thank my long-time friend Dr. Don Cole, RODC for encouraging me to start this effort twenty-something years ago. I have named Dr. Cole the “Donny Appleseed of OD” He has done more to plant the seeds of OD around the world than any other single person that I know of. And God only knows how much the world needs what the OD professional has to offer.
Roland Sullivan, RODP.
4.2. Competencies required by phase of the consulting process
Below is a list of the necessary competencies, broken down by phase of the consulting process. This development can visualize the different competencies that are required as the degree of progress of the consulting intervention is developed, something that is usually treated in a way that is “too simple for a situation that is too complex”. Again the contribution is made by The Organization Development Institute under the Presidency of Dr. Donald W. Cole
The Essential Competencies for Practicing OD Effectively (20th version - 2001)
Marketing
Be aware of systems wanting to change
Be known to those needing you
Match skills with potential Client profile
Convey qualifications in a credible manner
Quickly grasp the nature of the system
Determine appropriate decision makers
Coiling
Build trusting relationships
Deal effectively with resistance
Help the Client trust the process
Help the Client manage emotionally charged feelings
Collaboratively design the change process
Mini-Assessment
Further clarify real issues
Be aware of how one´s biases influence interaction
Link change effort into ongoing organizational processes
Identify informal power
Data Gathering
Determine the type of data needed
Clarify boundaries for confidentiality
Select a process that will facilitate openness
Diagnosis
Watch for deeper issues as data is gathered
Suspend judgment while gathering data
Recognize what is relevant
Know how data from different parts of the system impact each other
Stay focused on the purpose of the consultancy
Feedback
Prepare leadership for the truth
Involve participants so they being to own the process
Create a non-threatening atmosphere
Planning
Distill recommendations from the data
Consider creative alternatives
Participation
Obtain commitment from leadership
Co-create an implementation plan that is rooted in the data
Co-create implementation plan that is clear
Co-create implementation plan that is results-oriented
Co-create implementation plan that is measurable
Intervention
Reduce dependency upon consultant
Instill responsibility for follow through
Intervene at the right debt
Re-design intervention or mindfully respond to new dynamics
Re-plan as unexpected circumstances arise
Evaluation
Initiate ongoing feedback in Client-consultant relationship
Choose appropriate evaluation methods, that is, interviews, instruments, financial sheets
Determine level of evaluation such as reaction, learning, behavioral change, organizational impact, societal impact
Ensure evaluation is reliable
Ensure evaluation method is practical
Follow Up
Establish method to monitor change after the intervention
Use information to reinforce positive change
Use information to take next steps
Link evaluation with expected outcomes
Adoption
Transfer change skills to internal consultant so learning is continuous
Link change process to daily life of system
Pay attention to movement back to old behaviors
Move more away from project-driven change to strategy-driven change
Be sure customers and stakeholders are satisfied with intervention´s results
Separation
Recognized when separation is desirable
Leave the Client satisfied
Self-awareness
Be aware of how ones “whole person” impacts one´s practice
Clarify personal values
Clarify personal boundaries
Manage personal biases
Manage personal defensiveness
Recognize when personal feelings have been aroused
Remain physically healthy while under stress
Resolve ethical issues with integrity
Avoid getting personal needs met at the expense of the Client (ie, financial, emotional, sexual, etc.)
Work within the limits of your capabilities
Perform effectively in an atmosphere of ambiguity
Perform effectively in the midst of chaos
Interpersonal
Develop mutually trusting relationships with others
Solicit feedback from others about your impact on them
Collaborate on internal / external OD professionals
Balance the needs of multiple relationships
Listen to others
Pay attention to the spontaneous and informal
Consistently maintain confidentiality
Interpersonally relate to others
Other
Handle diversity and diverse situations skillfully
Communicate directions clearly to large groups
Facilitate small group interventions (up to 70)
Be aware of the influences of cultural dynamics on interactions with others
5. The final task: Shifting the Consultant's orientation from knowledge to competencies
Again we turn to the contribution made by the non-profit educational entity - The Organization Development Institute. We respect the English text in its original version
“As was stated in last years Handbook, we are now moving the concept of skills and knowledge to competency. Our first effort will be to define an OD competency. With the help of Bob Tannenbaum, here is our first definition.
We define competency as any personal quality that contributes to successful OD consulting performance. Basic areas of OD competency include relevant knowledge of professional theories, techniques and methods; human values; self-awareness; and performance skills.
Above you have performance skills and the self-awareness components. The 7th edition of the classic text “Organization Development and Change” has the essential OD knowledge. Worley and Cummings are the authors. Much work over the years on values has been done. Work is needed to identify the current core techniques and methods of the OD world.
Our survey gave us 50 pages of comments for open-ended questions. From that and other projects that I am working on I have gleaned additional competency areas that are emerging: The name (s) in parentheses are people that I am aware of that have expertise in the given area. I am sure there are more who share a specific expertise as well as many other emerging competency areas.
Consulting at the Strategic Level (Worley)
Large Scale and Total System Change Interventions (Cummings)
Understanding and facilitating the on-going shift to high tech. (Conner)
Consult comprehensively with speed and agility across cultures (Marshak - Kalee Jamison Group)
Utilization of the lessons from complexity and life sciences (Olsen - Glenda Eoyang)
Solid grounding in essential philosophical principals so one experiences a well-lived and mindful life - integration of Eastern Philosophy (Koestenbaum and Block, Chan Allan)
Stronger conflict-resolution skills than in the past to deal with the emerging differences (NTL, Don Cole)
Use measurement metrics that are solid; not just use smile sheets (Mirvis and Golembiewski)
Ability to use a Whole-System Change and Transformation Approaches (Sullivan, Dannemiller, Quade, Cady, Rothwell)
Be able to tie Organization Change and effectiveness to bottom line results (Beer, Cole)
Utilizing more powerful facilitation and organizational influence (Burke)
Facilitate simple conversations that lead to committed action (Wheatley and Juanita Brown)
Virtual interventions using wireless technology and cyberspace (Lind and Jusidman)
Be able to use small group dynamic skill in the marriage of large group and technology (Lind and Jusidman)
Executive and individual coaching (Burke and associates at Columbia)
Bringing in the timeless values and competencies from the founders in our field (Argyris, Seashore)
Something around applied spirituality in an accepting of everyone´s different truth and sense of universality. (Wheatley, Vail, Tannenbaum, Cooperrider, Anderson)
Being able to create “Conscious Transformation” at individual and system wide level (Ackerman and Anderson)
Be able to use Appreciative Inquiry (Cooperrider)
Be able to do Trans-Organization Development-help mergers, alliances and networks (Feyerherm)
Practitioners being able to be risk takers as they generate more creative and innovative approaches to facilitation.
System thinking and listening, collaboration and participation as well as strategic visioning and implementation.
The ability to change and be more adaptable with changing times ”.
In the book by William Rothwell, Roland Sullivan & Gary MacLean (“Practicing Organization Development: A Guide for Consultants” - Pfeiffer & Company, 1995), a very good description of the competencies is included for each of the different phases of an effort of change. Separately, the authors add a number of additional competencies that are common to the entire cycle of organizational change. They are described below, literally and in English, as an additional contribution:
6. An additional contribution
Essential Competences of Internal and External Consultants in Organizational Change and Development
Entry or Income
- For the Marketing phase
Fluently and convincingly convey your qualifications, knowledge, and skills to prospective clients with minimal OD jargon.
Use your awareness of the business environment to identify organizations that are presently undergoing crises or accelerated changes or growth.
Locate and match the size, character, structure, and commitment for change of potential clients with your skills and abilities.
- For the initial contact phase
2. Understand and become familiar with the nature of a prospective client's business.
3. Adapt to and use the language of the client system.
4. Determine who the appropriate decision makers are, establish contact with these people, build rapport with them, and model attitudes and behaviors that will lead to client trust.
5. Determine what is necessary to establish a mutually satisfying relationship with your contacts.
6. Conduct a mini-assessment to determine:
to. The client´s values, history, philosophy, visions, key challenges, and degree of sensitivity to change;
b. The organization´s size, product / service lines, profitability, and so on;
c. The areas of the organization that need to be examined during the initial diagnosis; and
d. The unique nomenclature and characteristics of the client system.
7. Help the client organization reflect on its own motivations and on the discrepancies of goals within the system that are creating dissatisfaction.
8. In collaboration with the client, identify and clarify outcomes to be achieved by a change effort.
9. Evaluate the client's hopes and expectations in a realistic manner, and based on your knowledge from and experience with other change efforts.
10. Communicate to the client the intricacies and complexities of a system and how changes in one area impact other areas.
11. Recognize and respond to concerns about your qualifications, competence, expertise, and credibility.
12. Articulate to the Client the OD process you recommend and the anticipated effect on bottom-line results.
13. Present and discuss the theoretical foundations of system / organizational change in a concise and accurate manner.
14. “Know thyself” and try to remain objective in your observations during the entire change process.
15. Contract with the client for cooperation, collaboration, and joint responsibility, and then model these essential behaviors.
16. Model appropriate personal motivations, expectations, values, boundaries, abilities, and limitations; model those behaviors that the client will be asked to accept.
17. Stay grounded in the OD consultant´s role as a catalyst for change; avoid taking on the organization's responsibility for implementing and accepting change.
18. Identify the elements and timing of receiving feedback regarding the project from the client.
19. Use, and be able to explain, a clear, straightforward compensation structure and billing process.
20. Determine if the client is willing and able to pay your fee. Be creative in finding ways to meet the client´s needs.
21. Solicit from the client an appropriate commitment of human and other resources or factor these costs into the fee structure if such resources are not available.
Start-Up or “Start / Power”
24. Continue the Development of processes begun in the entry step by gathering more detailed information and by continuing to build rapport with the client. These factors will include, but are not be limited to, the following:
to. Identifying the critical success factors, as seen by the client at that time;
b. Understanding and appreciating the world the client comes from and the reality and perceptions within which it operates;
c. Further assessing and clarifying the real issues as they continue to surface and seeking to dramatize natural tensions and discrepancies as appropriate;
d. Acknowledging differences and understanding the implications of those differences;
and. Helping the client reflect on motivations for change;
F. Creating a focus on the future and a vision based on the client´s current reality that helps the client see its own set of possibilities; and
g. Being aware of how your own biases can influence the process.
25. Identify the formal and informal power in the client organization in order to gain further commitment and mobilize people in a common direction.
26. Ensure that the client's desired changes are aligned with the organization's goals and objectives.
27. Develop relationships at all levels in the organization that are grounded in trust and credibility.
28. Seek commitment and participation from all those affected by the changes.
29. Deal effectively with resistance as it surfaces.
30. With the client, define the roles of leaders, internal and external consultants, and all other participants in promoting and implementing the desired changes.
31. Create an adjustable plan with the client for managing the change process.
32. Recognize what is required to solve the client´s longstanding problems or recurring conflicts and seek the experiences that will give you the proper skill level.
33. Maintain patience during the change process, especially when working through issues that are complex or emotionally charged.
Appreciation and Feedback
34. Determine the types and amounts of data that are needed to help the organization focus on the issues and maximize its efforts.
35. Take a broad view for data collection and analysis in order to identify general issues.
36. Use an appropriate mix of data-gathering methods to ensure efficiency, objectivity, comparability, completeness, validity, reliability, and flexibility.
37. Ensure that the chosen data-gathering method fits organizational needs, the consultant's skill level, and the time available.
38. Clarify boundaries of confidentiality in order to facilitate honest disclosure by the client system.
39. Understand and explain to the client how diversity will affect the diagnosis of the culture.
40. Be alert to possible misconceptions or misunderstandings brought about by cultural differences.
41. Focus on collecting relevant and valid information about existing paradigms.
42. Probe issues as they surface, researching and identifying root causes rather than symptoms.
43. Help the organization identify and obtain missing data.
44. Continue to be open to additional concerns to be assessed (and to different avenues through which to locate and assess them).
45. Observe accurately; note behavioral data as they occur.
46. Observe and document what exists without making judgments.
47. Stay centered in the present and focus on the ongoing process.
48. Assess dissatisfaction with existing organizational goals and its potential impact on the attainment of them.
49. Obtain information on the lack of consistency between the spoused organizational culture and the current culture.
50. Identify the sources of anxiety and and discrepancy in the system in order to dramatize real and perceived differences.
51. Observe behavior that affects the informal systems, such as the flow of information and dynamics of power.
52. Focus on major system outputs and trace them as they flow through the system.
53. Gather quantities of data in a fast and comprehensive manner (for example, administer an instrument to as many people as possible at one time).
54. When gathering data, maintain an appropriate balance between completeness and usefulness.
55. Use statistical models and computer technology to analyze data.
56. Involve individuals and groups creatively in the interpretation of the data, thereby generating ownership by the participants.
57. Make comparisons across information sources and time periods.
58. Look for and identify patterns that emerge throughout the data-gathering process and know how data from different levels of the organization relate.
59. Using the data, determine where the organization is and where it wants to be.
60. Make observations based on assessment results, not on impressions or general views (either your own or the client´s).
61. Synthesize data into appropriate themes, factors, groups, and so on.
62. Determine what information is relevant and useful and what is not.
63. Identify the relationships between the formal and informal systems within the organization.
64. Probe and explore hidden causes in order to develop a thorough understanding of the problem.
65. Trace the existing or potential consequences of a specific action or behavior as it affects different parts of the organization.
66. Get commitments from relevant organizational members that there will be no retaliation to those people who are honest.
67. Create and maintain a non-threatening atmosphere in which the client feels that working with the feedback data will result in beneficial outcomes.
68. Respond to discomforting concerns sensitively, compassionately, and courageously.
69. Understand the impacts that diverse cultural norms of timing, communication styles, and relationship building will have on the reception of feedback.
70. Facilitate a healthy group process that will allow resistance to the data to come out through free and open dialogue.
71. Ensure that the relevant people fully discuss the implications of the data.
72. Present the data that is:
Relevant;
Descriptive;
Verifiable;
Timely;
Limited;
Comparative;
Understandable; and
Appropriate.
73. Help the client understand, clarify, and own the relevant data.
74. Help those who provided the data to understand, clarify, and own the data.
75. Discuss how the data directly relate to organizational effectiveness and validate the accuracy of the assessment.
76. Ensure that all conclusions and propositions are directed toward organizational changes that are relevant and feasible.
77. Simplify, narrow, and reduce the change focus at the appropriate time so that the next steps are identified for the client.
78. Develop and begin appropriate and meaningful interventions.
79. Facilitate a visioning process that leads to establishing the first steps for change.
Action plan
80. Help participants move from focusing on pain and problems toward envisioning a positive future. Teach them the process for planning the transition state.
81. Facilitate a participative, decision-making process that critically judges the choice of intervention.
82. Help participants brainstorm and generate imaginative and creative options.
83. Facilitate a mental rehearsal of the intervention to anticipate any likely consequences, side effects, and potential gains.
84. Envision and describe to the client the first steps toward adopting new paradigm as part of the change process.
85. When considering “quick fix” solutions, consider long-term strategies that can be initiated at the same time.
86. Ensure that there is a connection between the organizational goal, the intervention, the support from top management, the cost, and other persons and teams in the system.
87. Focus first on the area that will generate the greatest amount of positive change at the lowest cost and in the least amount of time.
88. Obtain a preliminary commitment from the client for support of the implementation of the action plan.
89. Determine what resources are available and allocate them appropriately.
90. Clarify all roles, responsibilities, and due dates for all implementation tasks.
91. Co-create, with as much as the client system as possible, a written implementation plan that is concrete, cost effective, measurable, simple, clear, flexible, results oriented, and logically sequenced.
92. Help as many people and levels in the organization as possible to determine the next steps for moving toward the preferred future and / or new paradigm.
93. Obtain a clear commitment to review and evaluate outcomes early.
94. Design and communicate the plan so that buy-in exists at all levels of the client system.
95. Manage resistance effectively.
96. Help the client to develop a reward system that supports the new, desired state.
Interventions: Throughout the Organization (Large Systems), through Groups, and focusing on People
97. Apply management, organizational, and systems theories by being aware of how organizational dynamics are affected by what you do.
98. Display a good sense of timing in order to gain the greatest amount of impact.
99. Help the organization deal with the effects that changes in one part of the system have on other parts.
100. Help the client work through resistance and prepare it for the change.
101. Intervene at an appropriate depth, neither too shallow nor too deep.
102. Balance risk and experimentation safely in the intervention.
103. Be spontaneous, redesigning the intervention in response to the needs of the moment.
104. Facilitate concurrent interventions.
105. Use group - and inter group - facilitation skills.
106. Facilitate interactions among people that build community.
107. Be aware of potentially damaging consequences to the organization.
108. Help the client system to realize individual and group potential.
Evaluation
109. Choose the appropriate evaluation method (the same options that were available for the initial assessment) and level (reaction, learning, behavior, or organizational impact).
110. Establish a feedback system to monitor the change effort continually, both during the intervention (formative evaluation) and at the end (summative evaluation).
111. Develop and administer valid, reliable, and practical evaluative instruments.
112. Analyze evaluation data, link outcome expectations with outcome measurements, and present results clearly and in a useful manner.
113. Evaluate the results of the intervention in terms of added value to the bottom line and in terms of the increased overall effectiveness of the organization.
114. Identify any changes in the organizational culture, performance, quality, safety, turnover, and so on.
115. Recognize progress relative to the change goals.
116. Identify the degree to which the action plan was implemented successfully.
117. Reinforce positive change and correct negative change.
118. Determine if the pain within the organization has been reduced and if the members of the organization feel that they have been helped.
119. Identify top management´s response to the progress of the implementation.
120. Integrate feedback and learning from the evaluation into the plan and continue correction and adjustment of the change effort.
121. Ensure that your actual time and costs are in line with original estimates.
Adoption
122. Balance the plan for the change effort with the flexibility to react to events as the change effort unfolds.
123. Link the ongoing change process to both the organization´s structure and its daily operations.
124. Base future changes on organizational strategy and business needs.
125. Shift the emphasis of the effort from project-driven change to strategy-driven change.
126. Get a commitment from top management as well as from a wide organizational mix of people to carry on the continual transformation.
127. Mobilize internal resources and support for ongoing self-direction, self-learning, and self-renewal.
128. Work to diffuse the innovation beyond early or prototype efforts into the daily activities of the organization.
129. Introduce the change process to other parts of the organization or division that are ready for it.
130. Give special attention to areas where slippage into old attitudes or behaviors begins to occur.
131. Gradually wean the client organization away from dependency on the consultant.
132. Transfer OD skills to members of the client organization so that participants learn how to learn and move closer to being self-dependent and sustaining.
133. Transfer the OD process to the person or department trained to be the OD resource within the system.
134. Work with the members of the organization to accept ownership of the change process.
Separation
135. Recognize and accept when separation is desirable and when continued assistance in the change process can be counterproductive.
136. Initiate open discussion about disengagement.
137. Facilitate a discussion with the client regarding the next steps for the change project.
138. Ask appropriate questions, analyze the situation, and identify client needs and possible follow-up initiatives.
139. Decide whether to continue the current project, begin a new unrelated or related project, or disengage temporarily or permanently.
140. Ensure that improvement will continue in the organization after disengagement.
141. Complete all administrative tasks related to separation.
142. Transfer the process and responsibility for continuing progress to the client.
143. Address psychological issues related to separation so as to reduce your involvement effectively.
144. Plan a departure that meets the needs of all those involved.
145. Plan for post-separation consultation contact with the client, if appropriate.
146. Understand and respond to the post-separation emotions of all parties, including your own.
147. Follow up with the client when appropriate.
The following is a list of:
GENERAL Competences of Internal and External Consultants in Organizational Change and Development (Source: The OD Institute - International Registry)
148. Develop skills in listening to others. To adapt to different communication styles.
149. Clarify personal values and boundaries that you wish to hold amid multiple perspectives.
150. Be creative and increase your capacity to tolerate uncertainty, complexity, ambiguity, and chaos.
151. Develop self-awareness of the influences of cultural dynamics on your beliefs.
152. Know your biases, assumptions, judgments, conventions, and habits.
153. Know your boundaries when amid conflict.
154. Develop trusting and helping relationships with clients and with all members of client systems.
155. Stay focused and centered and look for meaning amid chaos.
156. Be willing to compromise and develop new ways to combine present beliefs with new knowledge.
157. Face emotional situations with a minimum amount of personal defensiveness.
158. Facilitate clear, meaningful contact between yourself and the client system.
159. Demonstrate sensitivity to the sensory and physical functioning of yourself and others.
160. Remain physically and mentally healthy while under stress.
161. Tune into the emotional reactors of others and yourself.
162. Resolve ethical issues with integrity and in accordance with the OD profession's code of ethics.
163. Exhibit self-awareness and be aware when your personal needs are being satisfied by client affiliation.
164. Invite, acknowledge, and respond appropriately by feedback.
165. Model what clients are asked to accept.
166. Exhibit self-control and discipline.
167. Energize others and yourself.
168. Use spiritual and inner power sources for the benefit of the larger universal system.
169. Forgive yourself when you fail to attain perfection. Model forgiveness with the client.
170. Stay aware of what is happening.
171. Commit yourself authentically to clients.
172. Pay attention to spontaneous and informal events.
173. Consistently maintain confidentiality.
174. Play multiple roles and, when necessary, switch among them and announce that you are switching.
175. Tap the energy in the client system.
176. Tolerate and deal with the poor interpersonal skills of others, while modeling good interpersonal skills.
177. Use technology effectively.
178. Interpret cross-cultural influences in a helpful manner.
179. Recognize the influence of your interactions on others and groups.
180. Use a solid conceptual framework based on research.
181. Be comfortable with quantum leaps, radical shifts, and paradigm changes.
182. Help to bring individual and group´s into consciousness.
183. Act with intention and understand the consequences of each intention.
184. Use humor creatively and effectively to create catharsis.
185. Preserve the best from the OD profession and continue to improve OD knowledge and skill.
186. Model creativity and bring it out within each system.
187. Continually learn how to learn and be open to being taught by others.
Finally, David C. Wigglesworth in Rothwell's book, Sullivan, McLean includes some competencies, requirements, conditions and main facets that the consultant in change and organizational development must have, involved in change efforts at the transnational or trans-cultural level.
• Derived from the work of Casse (1982):
- Linking skills;
Linking Theory and practice within the culture.
- Self-awareness;
Aware of their own cultures and Aware of their own limitations.
- Understanding of others;
Practice empathy; Respect other cultures; Learn from interactions; Avoid attributions; Be nonjudgmental; Avoid rigid stereotypes.
- Interaction skills;
Communicate; Relate to people; Listen and observe; Demonstrate flexibility; Adjust according to people´s reactions.
- Tolerance of ambiguity; andPersistence.
It is suggested that at this point the reader become familiar with different important contributions (cited in Rothwell, Sullivan & McLean, 1995), and taking into account:
Wigglesworth, 1989
Nelson & Browning, 1990
Reilly, 1991
Hofstede, 1984
Kohls (1986)
Jahoda (1980)
Witkin, Dyk, Paterson, Goodenough, & Karp (1962)
Edward T. & Mildred Reed Hall, (1990)
Fons Trompenaars (1993)
Edward T. Hall (1959, 1976)
Schindler & Lapid (1989)
Francis (1989)
Eisen, S., Steele, H., & Cherbeneau (1990)
Specialized consultants who privilege “Your Profession” backed by the university diploma can greatly enhance their skills if they can complement those skills and specialized technical knowledge with the sciences and disciplines of:
- Organizational Behavior Behavioral Sciences (in daily activities within companies) Organizational Development (the behavior of people and companies "on the move").
This has allowed him to go far beyond the "Consultant Profession" and become a "Professional in Organizational Development" trained to better serve all those living organisms in action, as is the case of companies. Michael Hannan & John H. Freeman (Organizational Ecology ”- Harvard University Press, 1988) make it clear that not everyone has to survive under current circumstances and that the birth rate of people - and also of companies - is high, but still much higher may be the mortality rate. Survivors must have the required Competencies that are obtained only through a “selection” process where training in new developments and competencies are essential (Abstract of Presentation by Eric Gaynor:Necessary skills in Consulting; DO Workshop - Buenos Aires, 2003).
